Contractor Personal Property Management

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Contractor Personal Property Management

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Contractor Personal Property Management Systems Mission, Vision, and Strategy

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Nội dung Text: Contractor Personal Property Management

  1. Attachment B Contractor Personal Property Management Balanced Scorecard FY 1998 B-2 Contractor Personal Property Management Systems
  2. Mission, Vision, and Strategy The following are the Department’s statements of its highest level purpose, desired end-state, and methodology for achieving that end-state for its contractor personal property management systems. All objectives and measures should support these statements: MISSION: To provide property management and asset disposal services to support the accomplishment of the Department’s programmatic goals and objectives. VISION: To provide property management and asset disposal services in the most effective and efficient manner that meets customer expectations. STRATEGY: To utilize innovative, customer driven, and results oriented methods and mechanisms to provide the highest levels of stewardship for contractor managed property assets. B-3
  3. The Contractor Personal Property Management Balanced Scorecard (BSC) Program The DOE contractor personal property management BSC is a functional component of the Departmental business systems performance measurement and management program issued by the DOE Procurement Executive on October 1, 1997. In order to achieve Department-wide consistency, this review and assessment program is based on the personal property policies, standards, and practices outlined in Department of Energy Property Management Regulations as codified in 41 CFR Chapter 109. Contractors are expected to achieve the most effective combination of performance results in accordance with Departmental expectations, customer requirements, laws, regulations, good business management practices, and the terms and conditions of their contracts. The core objectives and performance measures established under this program are applicable to all DOE contractor personal property management activities. The core performance measures are exclusive of additional optional measures that DOE expects its contractors to develop and implement. Cognizant DOE Offices and their contractors are responsible for determining the best optional measures to use for their specific situations. Under the BSC program, performance measures are established and prioritized, targets are assigned, and measurements taken. Formal, documented self- assessments are the principal data generating or gathering sources. Measurements are formulated to report status of performance to management and the customer and the feedback cycle drives corrective or improvement actions as appropriate. The core objectives and measures listed in this BSC are to be used by contractor personal property management activities to monitor their business processes. The initial step in each area will be to establish a baseline against which future performance will be compared. The objective should be to measure trends in continuous improvement affecting the contractor’s performance. To ensure this data is trendable and reliable, the method used to establish the baseline should also be applied in subsequent assessments. It is recognized that the results may not be directly comparable from one contractor personal property management activity to another. B-4 The BSC Perspectives
  4. Customer Perspective: The Customer Perspective enables organizations to align their core measures (i.e., customer satisfaction) to targeted customers. For this perspective, the primary objectives are to provide effective service to and establish effective partnerships with external and internal customers. Effective service and partnership are key ingredients in assessing the health of any contractor personal property management system. Internal Business Processes Perspective: The Internal Business Processes Perspective assures that appropriate contractor personal property management processes are established and maintained to support customer needs and to achieve the primary objective of providing effective life cycle management of Departmental assets. In addition to the primary objective, this perspective has three subobjectives: the establishment and maintenance of accountability for Departmental assets; the effective utilization of property; and the timely disposition of unneeded property. Key processes within a contractor personal property management operation must be monitored to ensure that the outcomes satisfy the primary and subobjectives. This perspective is important because it not only addresses the internal business processes that must be developed and maintained to meet customer and stakeholder requirements and expectations, but also the process results that lead to financial success and satisfied customers. Within each contractor personal property management organization, there are a number of business processes requiring focused management attention to ensure requirements and expectations are met as effectively as possible, while accommodating cost efficiency issues addressed in the Financial Perspective. Learning and Growth: The two objectives under the Learning and Growth Perspective (i.e., having access to dynamic and strategic information and management systems; and ensuring that employees are aligned to BSC objectives) promote organizational and individual growth that will provide long term benefits to the personal property management organization. These objectives must be achieved if an organization is going to improve its performance over time. While the objectives in the other perspectives identify where B-6 the organization must excel to achieve breakthrough performance, the Learning and Growth objectives provide the infrastructure needed to enable the objectives in the other perspectives to be achieved. The Learning and Growth objectives are the drivers
  5. for achieving excellence in the other perspectives. This perspective is important because it promotes individual and organizational growth - factors that are crucial to future success. Support for this perspective equates to recognition of the link between top-level strategic objectives and activities for reskilling and motivating employees, supplying information, and aligning individuals, teams, and organizational units with the Department’s strategy and long-term objectives. An analysis of the cause and effect relationships of the measures in this perspective clearly shows that employee satisfaction, employee alignment, and information availability are vital contributors to meeting the objectives stated in the other perspectives. Financial Perspective: The objective of the Financial Perspective is to strive for optimum efficiency of contractor personal property management operations. To achieve that, major processes need to be analyzed to determine (1) cost and performance trends over time and (2) process changes that can be implemented that will produce optimum efficiencies. Success for personal property management organizations should be measured by how effectively and efficiently these organizations meet the needs of their constituencies. This perspective is important because optimizing the cost efficiency of contractor personal property management operations ensures that the maximum amount of funds are available for accomplishing the primary missions of the Department and the organization. Managers must ensure that contractor personal property management operating costs are optimized in order to meet the challenge of creating business systems that work better and cost less. B-7
  6. BSC Objectives, Measures and Targets General: Each contractor is expected to develop a BSC that will contain performance objectives, measures, and targets. The BSC will be based in part on national objectives, measures, and targets provided by the Department. The Department expects that the national elements of the scorecard to be supplemented by (1) local objectives that support the Departmental mission, vision, and strategy; (2) at least one additional measure for each perspective, negotiated and agreed upon between the contractor and the local DOE office and taken either from the list of optional measures that are provided below or from site-specific local measures; and (3) where appropriate, short term local targets that stimulate progress towards national targets. Core Measures: The core measures contained in the Contractor Personal Property BSC are the measures that the Department expects all contractors to use where applicable. The formulae and measuring methods should be maintained as standard as practicable from site to site. Some core measures contain core elements and optional elements. Core elements are aspects of the contractor personal property management process that the Department expects all contractors to measure where applicable. Optional elements are aspects of the contractor personal property management process that the Department suggests, but does not require, for measurement where applicable. Optional Measures: The following is a list of optional measures that may be useful for assessing progress towards BSC objectives. These measures are suggested, but not required, by the Department. 1. Customer Perspective • Percent of initial custodial assignments (individual or organizational) completed within XX days of receipt. • Percent accuracy of key property management data elements (e.g., property control number, nomenclature, part number, model number, and serial number) where customers maintain/update databases. B-8 • Percent of excess equipment disposals coordinated by contractor personal property management operations.
  7. 2. Internal Business Processes Perspective • Percent of subcontractor-held property located during physical inventory. • Percent and/or value (acquisition cost) of personal property items lost during the period. • Value (acquisition cost) of personal property items found during the period. • Percent of personal property items damaged or destroyed during the period. • Percent of scheduled property management reviews conducted during period. • Number of property system processes reengineered during period. • Number of excess declarations processed as a percent of total transactions during period. • Percent of scheduled management walk-throughs completed during period. • Percent of excess or surplus property shipped within XX days of receipt of requisitions or transfer orders. • Percent of usable property with sale value sold within XX days after completion of required screening. • Percent of subcontractor-held property disposed within XX days after subcontract completion. • Extent to which reliable property, administrative, and financial systems are in place and integrated. • Percent of Government equipment issues resolved in a timely (defined locally) fashion. 3. Learning and Growth • Number of classes, supporting BSC objectives, provided to personal property custodians/representatives during the period. B-9 • Percent of personal property custodians/representatives who attended the classes that were provided during the period in support of BSC objectives.
  8. • Number of employee suggestions, supporting BSC objectives, that were adopted during the period. • Percent of personal property professional staff with professional certifications related to BSC objectives. 4. Financial Perspective • Net proceeds from the sale of surplus assets as a percent of asset acquisition cost • Dollar value of site-generated excess property reutilized internally at the site. • Dollar value of externally generated excess property (i.e., by other DOE sites and other Federal agencies) utilized by the site. • Reutilization screening transactions (number and dollar value) completed during period Local Measures: Local measures are site or contractor specific measures that may be identified and included as part of each site’s BSC. National and Local Targets: Each contractor should strive to meet or exceed the national targets contained in the BSC. If a contractor’s current performance results are below the national target, short term local targets may be established to drive performance over time towards the national targets. When acceptable performance levels are achieved, they should be maintained. However, performance should not be driven beyond what is necessary to support the organizational mission. B-10 Customer Perspective Implementing Guidance
  9. Core Measure #1 Objective: Provide effective service to and establish effective partnerships with external customers. Core Measure: The extent to which external customers are satisfied with specific personal property products and services.1 Core Elements: The process should provide feedback from external customers regarding their satisfaction with (1) the timeliness of personal property products and services they received, (2) the quality of the information and services provided by personal property functions, and (3) the degree of partnership that exists between personal property functions and external customers in terms of responsiveness, cooperation and level of communication. National Target: 80% (or equivalent index value) or better customer satisfaction rating. Local Target: (1) National target (or equivalent index value) or better if the most recent rating is below the national target (or equivalent index value); or (2) the most recent rating or better if the most recent rating is the national target or better. Suggested Data Sources: Written customer surveys (periodic or point of service), focus groups, interviews, etc. Suggested Measuring (1) Identify the external customers who were provided Method: specific products and services during the period (e.g., quarter, semi-annual, annual). Select a statistically valid random sample from the total external customer population. Conduct a customer satisfaction survey with the selected customers. Determine the external customer 1 Products and services may include external reports (e.g., motor vehicle reports, disposal reports) required by contract, responses to DOE Headquarters/Field Office requests for information, correspondence with externally established suspense dates, externally-driven procedural updates, and property system enhancements. B-15
  10. satisfaction rating or equivalent index for the period. or (2) Provide a point of service customer survey form with each product or service provided during the period (e.g., quarter, semi-annual, annual). Review each survey form upon return by the customer and address specific issues/concerns raised by the customer. At the end of the period, analyze the survey results or, if volume of surveys is sufficiently large, select a statistically valid random sample from the total population of survey forms. Determine the customer satisfaction rating or equivalent index for the period. Results: Compare the customer satisfaction rating (or equivalent index) with the local target. As necessary, determine the course of action needed to bring about improvement, to include addressing and providing candid feedback on individual external customer concerns and issues raised during the customer survey process. Consider tracking the course of action under one of the BSC perspectives, as appropriate. B-16 Customer Perspective Implementing Guidance Core Measure #2
  11. Objective: Provide effective service to and establish effective partnerships with internal customers. Core Measure: The extent to which internal customers are satisfied with specific personal property products and services.2 Core Elements: The measure should provide feedback from external customers regarding their satisfaction with (1) the timeliness of personal property products and services they received, (2) the quality of the information and services provided by personal property functions, and (3) the degree of partnership that exists between personal property functions and internal customers in terms of responsiveness, cooperation and level of communication. National Target: 80%. Local Target: 80% (or improvement towards 80% over an established internal customer satisfaction baseline if the baseline is less than 80%). Data Sources: Written customer surveys (periodic or point of service), focus groups, interviews, etc. Suggested Measuring (1) Identify the internal customers who were provided Method: specific products and services during the period (e.g., quarter, semi-annual, annual). Select a statistically valid random sample from the total internal customer population. Conduct a customer satisfaction survey with the selected customers. Determine the internal customer satisfaction rating or equivalent index for the period. or (2) Provide a point of service customer survey form with each product or service provided during the period (e.g., quarter, semi-annual, annual). Review each survey form upon return by the customer and address specific issues/concerns raised by the customer. At the end of the period, analyze the results or, if the volume is sufficiently large, select a statistically valid random sample from the total population of survey forms and analyze the results. 2 Products and services may include internal procedures, property system enhancements, internal reports, responses to internal audits, and internally-driven property system enhancements. B-17
  12. Determine the internal customer satisfaction rating or index for the period. Results: Compare internal customer satisfaction rating or index with the local target. As necessary, determine the course of action needed to bring about improvement, to include addressing and providing candid feedback on individual internal customer concerns and issues raised during the survey process. Consider tracking the course of action under one of the BSC perspectives, as appropriate. B-18
  13. Customer Perspective Implementing Guidance Core Measure #3 Objective: Provide effective service to and establish effective partnerships with external and internal customers. Core Measure: Accuracy of Property Assignments. The percent of property items confirmed by the accountable individuals or organizations as being properly assigned, computed as follows: % Accuracy = Number of Confirmed, Properly Assigned Items Total Number of Assigned Items Core Elements: The measure, intended to demonstrate individual or organizational responsibility and the level of accuracy for personal property assignments, should provide feedback for at least the following categories of property: (1) sensitive items and (2) equipment items. National Target: 99% or more of all property items are properly assigned to the responsible individual or organization. Local Target: (1) National target or better if the most recent item assignment accuracy rate is below the national target; or (2) The most recent accuracy rate (or better) if the accuracy rate is the national target or better. Suggested Data Sources: Contractor personal property management databases, physical inventory documentation. Suggested Measuring Determine the population size for each category of Method: property being measured. Select a statistically valid random sample from each population. Contact the accountable individual or organization of record. B-19 Determine if the assignment of record is accurate. Establish a population accuracy rate based on the
  14. statistical sampling results. Results: Compare the population accuracy rates established from the random sampling with the local target. As necessary, determine the course of action needed to bring about improvements in the accuracy rates. Consider tracking the course of action under one of the BSC perspectives, as appropriate. B-20 Internal Business Processes Perspective Implementing Guidance
  15. Core Measure #1 Objective: Establish and maintain effective life cycle management3 of assets to meet Departmental missions. Core Measure: Asset Accountability Rate. The percent of property subject to physical inventory located during physical inventory, computed as follows: % Located = Amount Located During Physical Inventory Amount Subject to Physical Inventory Core Elements: The measure should provide feedback on the amount of property (by line item and acquisition cost) located during physical inventory for each of the following categories of property: (1) equipment, (2) sensitive property, (3) stores inventory, and (4) precious metals (for contractors having $100,000 or more in precious metals) National Target: Equipment - 99% (acquisition cost) and 98% (items) Sensitive items - 99% (acquisition cost) and 98% (items) Stores inventory - 99% (acquisition cost) and 97% (items) Precious metals - 99% (acquisition cost) and 99% (items) Local Target: (1) National target or better if property located results during the most recent physical inventory were below the national target; or (2) the most recent property located rate (or better) if the most recent physical inventory results were at the national target or better. Suggested Data Source: Personal property database, physical inventory results, and supporting documentation. Suggested Measuring Using approved physical inventory methods, complete the Method: physical inventories that are scheduled for the period. Determine the percent of items that were located during each inventory (for each category of property whose 3 The effective life cycle management objective includes the following subobjectives: (1) accountability for Departmental assets, (2) effective utilization of equipment, and (3) timely disposition of excess and surplus property. B-25
  16. physical inventory is conducted using statistical sampling techniques, calculate an estimated property located percentage for the entire category using statistical methods). Results: Compare the actual (or estimated for statistical sampling based physical inventories) property located rates with the local targets. As necessary, determine the course of action to bring about improvements in the property located rates. Consider tracking the course of action under one of the BSC perspectives, as appropriate. B-26
  17. Internal Business Processes Perspective Implementing Guidance Core Measure #2 Objective: Establish and maintain effective life cycle management4 of assets to meet Departmental missions. Core Measure: Equipment Utilization. The percent of equipment meeting Federal and/or local usage/issue standards or objectives, computed as follows: %= Number of Items Meeting Standards/Objectives Total Number of Items Subject to Standards/Objectives Core Elements: The measure, intended to demonstrate the degree of effective utilization of equipment, should provide feedback on the utilization of motor vehicles, as a minimum5. National Target: 90% (or better) of motor vehicles meet Federal and/or local usage/issue standards. Local Target: (1) National target (or better) if motor vehicle fleet does not meet the usage/issue standards; or (2) better than the national target if the motor vehicle fleet meets the usage/issue standards. Suggested Data Source: Equipment usage/issue records. Suggested Measuring (1) For each motor vehicle (and motor equipment item if Method: included under this measure), determine its actual usage/ 4 The effective life cycle management objective includes the following subobjectives: (1) accountability for Departmental assets, (2) effective utilization of equipment, and (3) timely disposition of excess and surplus property. 5 Utilization/issue feedback on other equipment (e.g., motor equipment, equipment pool items, and tool crib items), listed as optional elements under this measure, is desirable and should be considered for inclusion under this measure. B-27
  18. issue rate for the period. and (2) If equipment pool/tool crib items are included under this measure, determine the population size for each equipment pool and tool crib reviewed during the period. For small equipment pools and tool cribs, determine actual usage/issue rates for the period. For larger equipment pools and tool cribs, select a statistically valid random sample. Determine the usage/issue rates for each item in the random sample. Establish an estimated population usage/issue rate for the period using statistical methods. Results: (1) Compare the actual usage/issue rates for motor vehicles (and motor equipment if included under this measure) for the period with the established usage/issue standards or objectives. As necessary, determine the course of action needed to bring about improved vehicle/equipment usage/issue rates for items falling below the standards or objectives. Consider tracking the course of action under one of the BSC perspectives, as appropriate. and (2) If equipment pool and tool crib items are included under this measure, compare the actual/estimated equipment usage/issue rates for the period with the established standards or objectives. As necessary, determine the course of action needed to bring about improved equipment pool/tool crib usage/issue rates for items falling below the standard or objective. Consider tracking the course of action under one of the BSC perspectives, as appropriate. B-28
  19. Internal Business Processes Perspective Implementing Guidance Core Measure #3 Objective: Establish and maintain effective life cycle management6 of assets to meet Departmental missions. Core Measure: Timely Disposition. Percent of excess and surplus property disposed within 180 days, computed as follows: % = Number of Items Disposed Within 180 Days Total Number of Items Disposed National Target: 90% of disposal actions completed within 180 days7 of turn in for disposition. Local Target: A local target of less than 180 days may be established. Suggested Data Source: Excess and surplus property disposal records. Suggested Measuring Determine the population size for all disposal actions Method: completed during the period. Select a statistically valid random sample from the population. Determine the percentage of sampled disposal actions that were complete within 180 days. Establish a timely disposal percentage for the population during the period based on the statistical sampling results. 6 The effective life cycle management objective includes the following subobjectives: (1) accountability for Departmental assets, (2) effective utilization of equipment, and (3) timely disposition of excess and surplus property. 7 The 180 day Departmental expectation applies to routine disposal actions. The Department recognizes that disposal actions involving hazardous materials, radioactive items, High Risk items, etc. often require extra-ordinary processing (e.g., rad testing) that create delays during the disposal cycle. Delays attributable to such factors as use of GSA sales services and implementation of the Economic Development program should be evaluated to determine if alternative sources of service are available or program changes are appropriate. B-29
  20. Results: Review those sampled disposal actions that were not completed in a timely fashion and determine what caused the delays. Determine if systemic problems exist affecting timely disposition that require attention. As necessary, determine the course of action needed to improve the timely disposal percentage. Consider tracking the course of action under one of the BSC perspectives, as appropriate. B-30
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